New MPA committee structure

Report: 08
Date: 23 May 2002
By: Clerk

Summary

At the Members' Development Day on 12 April the broad shape of a new committee structure was agreed. The Co-ordination & Urgency Committee on 7 May supported these proposals and gave advice on some points of detail. The new committee structure is now recommended to the Authority for approval.

A. Recommendations

1. a new committee structure as set out in paragraphs 3 and 4 and appendix 1 of the report be approved
2. the new structure should come into effect following the Authority's annual meeting on 27 June
3. if available in time for the meeting, the Authority comments on the draft calendar of meetings
4. the Authority notes or comments upon the draft committee terms of reference attached as appendix 2
5. the proposals for handling 'for information' reports in future, as contained in paragraph 10, be approved

B. Supporting information

Review of the current structure

1. The MPA's committee structure has remained largely unchanged since the formation of the Authority. Given that this structure was based on the anticipated demands on the Authority, it is timely to review whether it remains fit for purpose in the light of experience.

2. This was done at the Members' Development Day which was held on 12 April and attended by 15 members. Members looked at several options including, for instance, one based on the local authority model of a separation of the executive and scrutiny functions. However, members were firmly of the view that, in principle, the present committee structure remains the best method of achieving the accountability required of police authorities. It also makes the most of all members' skills, experience and commitment. In doing so, members agreed that the current structure does need some changes to address the following: 

• avoiding duplication between committees
• redrawing committee areas of responsibility in a more logical way and addressing the present gap in that no committee is responsible for policing issues generally
• building in the capability to respond proactively and quickly to emerging issues
• striking a balance between executive, monitoring and policy review functions
• greater clarity and formality about which members are appointed to lead on which specific issues or areas of work
• to ensure that the MPA fulfils its statutory duties, including those within the Race Relations (Amendment) Act 2000.

Proposed structure

3. The proposed structure that emerged from the Development Day is shown in diagrammatic form in appendix 1 (see Supporting material). The main changes to the current structure are as follows:

• the current six MPA committees being replaced by eight committees covering the same areas (with the specific addition of policing issues) but in more coherent combinations.
• the Co-ordination and Policing Committee would exercise the functions of the present Co-ordination & Urgency Committee. In addition it would address policing issues and have the specific role of responding to emerging issues. This committee would meet 22 times a year, approximately every fortnight. The intention would be to have informal and private briefing sessions after formal meetings, to which all members could be invited. These briefing sessions could replace the present workshop arrangements and the recently introduced informal early evening sessions with the MPS Management Board.
• this committee would also be responsible for agreeing an ongoing programme of policy reviews – perhaps three or four a year, subject to member and officer resources. These member-level reviews might be held in public, depending on the issue etc.
• this committee would also be responsible for bringing more formality to the appointment of lead members for particular issues.
• the creation of an Equal Opportunities and Diversity Board to emphasise the importance that the MPA places on equal opportunities both for itself and the MPS. This would be a member-level body – a formal, public committee – but with the opportunity to co-opt external members in a non-voting capacity. The Board would be responsible for taking an overview of the MPA's and the MPS's implementation of equal opportunities and diversity practices as well as implementation of the MPA's Race Equality Scheme.
• the Equal Opportunities & Diversity Board and the committees to meet five times a year. In reality, the Finance Committee will need to meet more regularly than this (the Finance, Planning & Best Value Committee met 11 times in the current year). A Deputy Chair of the FPBV Committee has suggested monthly meetings alternating finance and estates/IT issues. This is probably best decided by the new committee in terms of how it wishes to order its business.
• consequential changes to the existing sub-committees and informal sub-groups. The changes proposed by the Co-ordination & Urgency Committee are set out in the next paragraph.

4. At present there are two kinds of bodies: 

• sub-committees, which have executive powers formally delegated to them by their parent committee. They are open to the public and must comply with the Access to Information legislation.
• sub-groups, which are informal bodies set up by committees to advise them on particular issues or to act as a sounding board for officers. These have no executive powers so cannot take decisions on behalf of the parent committee. They are not open to the public.

The Co-ordination & Urgency Committee considered the present sub-committees and sub-groups and decided to recommend to the Authority whether or not they should continue in existence, as follows:

• CDO Performance Sub-Group - sub-group to be wound up as its role should be part of the Diversity Board's core business
• Best Value Programme Board – to be wound up as Best Value will be a key role for the Performance Committee
• Planning Panel – this informal sub-group to continue
• ACPO Complaints Sub-Committee – this role should be carried out by the Professional Standards and Complaints Committee. The committee might operate better with a comparatively small membership
• Remuneration Sub-Committee – to continue as a sub-committee of the Human Resources Committee
• IS/IT Sub-Group – wind up as IS/IT should be mainstreamed as part of the Finance Committee's role. It was recognised, however, that separate arrangements may need to be made for MPA involvement in major IS/IT developments
• Estates Sub-Committee – to continue as a sub-committee of the Finance Committee
• Consultation Strategy Board – to continue as an informal sub-group of the Consultation Committee

5. How the proposals could translate into committee terms of reference is shown in appendix 2. In the time available, it has not been possible to consult fully on these so they are indicative at this stage and will be reported to the Authority's annual meeting in June for adoption. Members are invited, however, to make any comments or suggestions at this stage.

Comments on the proposals

6. The Co-ordination & Urgency Committee considered and supported the proposals at their meeting on 7 May. Members felt that they represented an improvement on the present structure, but recognised that they will lead to an increase in the number of meetings and thus extra commitment for many or all members, as well as MPA and MPS officers. Therefore the Authority should be prepared to review the structure if it was found to be unsustainable. The Committee members also considered:

• that the aim should be to have shorter meetings with more focussed agendas
• the Co-ordination & Policing Committee should be kept separate from the full Authority meetings but there might be scope, for instance, for lunchtime meetings
• clarity will be needed on the role individuals might take as lead members, by way of a 'job description' or brief
• there may be a need for further delegation of powers to the officers
• there needs to be clarity about the respective roles of the Performance Committee and the Diversity Board to avoid duplication
• that the committees will need to be more focussed in terms of the number of MPS officers they expect to attend their meetings
• that the aim should be to handle 'for information' reports separately as briefing papers rather than placing them on committee agendas (unless there is a good reason for doing so)

7. At the Co-ordination & Urgency Committee meeting, the Deputy Commissioner expressed general support for the proposals but some concerns about the increase in meetings that senior MPS officers and directors might have to attend, particularly if the Co-ordination & Policing Committee meets 22 times a year. He asked that the Authority's expectations on MPS representation be clearly set out. The Chair commented, as above, that the expectations on MPS officers would have to be managed.

8. In terms of the MPA officer support, the proposals represent an increased commitment, both in the number of committees and the number of meetings. The policy reviews will add to this. There has to be concern that this may not be sustainable without extra staff, for instance in the committee services team or the policy officer support structure. This may need to be the subject of a further report in due course when the staffing implications have been assessed.

Other issues

9. There will clearly be diary pressures in scheduling meetings for the new structure, trying to take account of the other functional bodies' meetings and the forthcoming change of home for both the MPA and the GLA. A draft calendar which takes account of the views of the Co-ordination & Urgency Committee is currently being worked on. If available this will be circulated as a late item for the Authority to comment on at this meeting.

10. Reports to committee essentially take three forms: those seeking a decision; monitoring reports; reports which provide information and on which no decision is required. As supported by the Co-ordination and Urgency Committee, a different way of handling 'for information' reports is proposed as a way of achieving more focussed agendas. An approach is proposed whereby information reports are circulated to members as briefing notes, i.e. not as part of a committee's agenda. If members then felt that a particular report raised issues that needed discussion in committee, it could be put to the following meeting of the relevant committee. The one proviso is that some reports which are nominally for information may be of more significance than other and require debate – police reform updates might be an example. Therefore it is suggested that the committee services team retain the ability to place for information items on the agenda in discussion with the Committee Chair.

Conclusion

11. The Authority is asked to consider the proposed structure. Clearly whatever is agreed will need to be kept under review in the light of experience, particularly any additional pressures that it places on members and MPA/MPS officers.

C. Financial implications

There are no immediate financial implications to this report. However, given the increased number of committee meetings, there may be additional staffing requirements, committee printing and other associated costs.

D. Background papers

• Report to Co-ordination & Urgency Committee 7 May 2002
• Existing Committee Terms of Reference

E. Contact details

Report author: Simon Vile, CLAMS, MPA.

For information contact:

MPA general: 020 7202 0202
Media enquiries: 020 7202 0217/18

Appendix 2: Terms of reference of the Metropolitan Police Authority, its committees and sub-committees

General note

1. This document sets out the role of the Metropolitan Police Authority, the powers and duties it has delegated to committees and those further delegated by committees to sub-committees. The functions and duties which follow are supplementary to and do not override any duties imposed by the MPA's Standing Orders. In carrying out their responsibilities all committees shall have due regard to equal opportunities generally, the general duty of the Race Relations (Amendment) Act 2000 and the requirements of any other equalities legislation.

2. A committee can take decisions on matters contained in its terms of reference unless the matter is reserved for decision by the full Authority on the recommendation of that committee.

3. A sub-committee can take decisions on matters contained in its terms of reference unless the matter is reserved for decision by the parent committee on the recommendation of that sub-committee.

4. Because a sub-committee's powers are delegated to it by the parent committee, they are by implication included in the parent committee's terms of reference even when they are not specifically mentioned there.

5. All the formal bodies referred to in these terms of reference are open to the press and public unless "exempt" or confidential information is being discussed (as defined in paragraph 1 of Schedule 12A of the Local Government Act 1972). The other provisions of the Access to Information legislation also apply. Those bodies which are informal sub-groups with no executive powers are not open to the public.

6. Membership of committees is decided each year at the Authority's Annual General Meeting in June. The Authority's Chair and Deputy Chairs are ex-officio members of every committee and sub-committee. This means that (unless they are members of the committee in their own right) they can attend and speak but cannot vote or count towards a quorum.

The full Authority

The full Authority has overall responsibility for the discharge of all the powers and duties placed on it and has a statutory duty to "maintain an efficient and effective police force".

Whilst there is an extensive scheme of delegation to the Authority's committees, the full Authority reserves to itself major policy and financial decisions and other decisions which cannot be delegated. These include:

• approving the annual Policing and Performance Plan
• approval of the Authority's budget for submission to the Mayor
• consideration of the external auditor's annual management letter and any recommendations made by the Audit Panel
• receiving the Authority's annual accounts
• the appointment of committees and their membership (although a committee can delegate some of its responsibilities to a sub-committee and is also responsible for appointing to that sub-committee)
• approval of any changes to Standing Orders

The terms of reference of the committees etc set up by the Authority to discharge appropriate functions are set out below in alphabetical order.

Audit Panel

1. To advise the Authority on the appropriate arrangements for internal audit and the appointment of external auditors.

2. To approve internal and external audit programmes and fees.

3. To review the external auditor's management letter and any other reports and to report on these to the Authority as appropriate.

4. To oversee the provision of an adequate and effective internal audit; to receive progress reports on the internal audit work plan and to consider appropriate action arising from these.

5. To satisfy itself generally as to the effectiveness of the control systems in operation.

6. To review the Authority's annual accounts and to make recommendations as appropriate to the Authority.

Consultation Committee

1. To lead on all matters relating to the Authority's communications and public relations strategies and systems.

2. To advise the Authority on ways of raising the profile of the MPA and making the community and partner organisations aware of its role and work.

3. To consider all matters relating to MPA and MPS consultation strategies and processes, in consultation with other committees as appropriate.

4. To ensure that where consultation is carried out it engages with, and reflects the views of, London's diverse communities.

5. To consider all matters relating to Community Police Consultative Groups and Independent Custody Visiting Panels, including approval of their annual funding.

6. To have due regard, in exercising the committee's responsibilities, to equal opportunities generally, the general duty of the Race Relations (Amendment) Act 2000 and the requirements of any other equalities legislation.

Consultation Strategy Management Board (a sub-group of the Consultation Committee)

The role of this Board is to:

• oversee the implementation of the consultation strategy
• review the results of consultation undertaken to inform the policing plan before forwarding to the Planning Panel
• ensure that best value is achieved from the various consultation initiatives

The membership of the Board comprises MPA and MPS officers. It is chaired by a member of the Consultation Committee.

Co-ordination and Policing Committee

Co-ordination

1. To co-ordinate the business of the Authority with the aim of ensuring that:

• key issues are addressed by the relevant committee
• duplication between committees is avoided
• that there is clarity about which committee or member is leading on a particular issue To achieve this, the committee has the following powers and responsibilities:

2. Where committee terms of reference are unclear, to decide which committee should lead on a particular issue.

3. To settle disputes between committees.

4. The committee may make decisions where an issue:

• is a matter of relevance to more than one committee
• is not included in the terms of reference of any other committee and does not require a decision by the full Authority.

5. To consider and agree, subject to any guidance from the full Authority, a rolling programme of policy reviews. This will include for each review agreeing:

• project scope
• any expenditure
• membership timescale

The outcome of policy reviews will be reported via the Committee to the full Authority.

6. To approve the allocation of lead roles to individual members, including their appointment to external or MPS bodies on behalf of the MPA. The Committee will maintain a list of lead member responsibilities.

Urgency

7. To deal with urgent business on which a decision is needed before the next meeting of the appropriate body.

Policing

8. To consider policy and other issues relating to operational policing, particularly where:

• these are not solely relevant to another committee
• the Authority needs to respond proactively and in a timely way to emerging issues

Other

9. To act as the Authority's lead on community safety matters.

10. To monitor and manage the budget for the MPA Secretariat and, as appropriate, to agree priorities for the work of the Secretariat.

11. To have due regard, in exercising the committee's responsibilities, to equal opportunities generally, the general duty of the Race Relations (Amendment) Act 2000 and the requirements of any other equalities legislation.

NB The Committee will on a regular basis conclude its formal business and continue on an informal and confidential basis to be briefed on and discuss policing issues with senior MPS officers. All members of the Authority will be invited to these briefings. No formal executive decisions will be taken during these sessions.

Policy Review Sub-Groups

These will be set up by and report to the Co-ordination, Urgency and Policing Committee

Policy Review Sub-Groups are appointed by the Committee to carry out specific, time limited policy reviews. As informal groups they will not necessarily be open to the public. Consequently, they have no decision-making powers in terms of, for instance, committing the Authority to a course of action or incurring expenditure.

Equal Opportunities and Diversity Board

1. To lead on all issues relating to equal opportunities and diversity within the MPA and the MPS. This includes:

2. To ensure that the MPA meets its statutory responsibilities under all relevant anti-discrimination legislation; and to monitor the MPS's response to this legislation.

3. To consider and advise on the equalities and diversity implications of major policy proposals and initiatives.

4. To keep under review the Authority's equal opportunities statement and strategies which put this statement into practice

5. To review and interrogate MPS performance data on diversity issues, including trends and performance against policing plan objectives, particularly with regard to:

• stop and search data
• hate crimes (race, homophobic, rape, domestic violence, child abuse)
• street crimes (diversity issues)
• possession of knives/weapons (diversity issues)
• CRR training

6. To consider other areas of performance which have a specific impact on diversity issues.

7. To propose the development of performance indicators and target setting in areas of diversity issues.

8. To consider areas of diversity where new or improved performance monitoring is required.

9. Issues arising from the Lawrence Report

10. To advise other MPA committees on diversity issues of relevance to their responsibilities

Finance Committee

1. To consider and recommend to the Authority a medium term financial strategy.

2. To consider and recommend to the Authority the annual revenue and capital budgets for submission to the Mayor.

3. To consider and monitor the efficiency and effectiveness review programme.

4. To receive regular monitoring reports from the Treasurer and Commissioner on revenue and capital budget performance.

5. To consider and approve, or recommend to the Authority where the committee considers major policy is involved, major capital programme scheme financial appraisals, justifications and briefs, as required by the Authority's financial regulations.

6. To consider and award, or recommend to the Authority where the committee considers major policy is involved, major contracts as required by the Authority's contract regulations.

7. To consider, either directly or by reference from other committees, any policy proposals with significant financial implications or any other non-audit financial matters, and to recommend to the Authority as appropriate.

8. To approve the Authority's annual Treasury Management policy and strategy, and to receive reports on performance.

9. To consider the financial risks to which the Authority is exposed and to approve measures to reduce or eliminate them or to insure against them.

10. To consider strategic issues in respect of the MPS estate and other resource issues, such as transport and catering. (NB see also the terms of reference of the Estates Sub-Committee).

11. To consider financial and strategic issues relating to the provision of information systems and information technology.

12. To have due regard, in exercising the committee's responsibilities, to equal opportunities generally, the general duty of the Race Relations (Amendment) Act 2000 and the requirements of any other equalities legislation.

Estates Sub-Committee (a sub-committee of the Finance Committee)

To discharge the responsibilities of the Finance Committee on estate matters generally, including:

Strategy and estate management

1. To consider and recommend to the Finance Committee the annual Estates Strategy and other strategic estate plans and policies, having regard to the Authority's corporate strategy and resource requirements.

2. To make recommendations to the Finance Committee on the estates capital programme, the projects to be included and their respective priority.

3. To monitor estates capital expenditure against the approved programme and to propose to the Finance Committee any modifications where approved budgets will be exceeded.

4. To oversee generally the management and development of the MPA estate, including all approvals for contract action, and design and planning matters for schemes within approved programmes.

Disposals and acquisitions

5. To oversee and monitor the annual programme of disposals.

6 Within the approved budget, to agree individual sales, acquisitions or property related works already identified in the programme where these are outside the powers delegated to the officers.

7. To agree the acquisition or disposal of properties not identified in the original estates capital programme, provided the capital programme remains within the approved budget and any revenue implications can be met from within the Authority's approved budget.

Thresholds for decisions by the Sub-Committee

8. 

1. for capital schemes: the Sub-Committee is empowered to approve additional schemes, not previously included in the approved capital programme, up to a maximum of £1m per individual scheme and £5m in any one financial year, subject to the overall effects being contained within the approved programme total by:
   • rephasing existing schemes,
   • generating new capital receipts in the same financial year,
   • receipt of additional capital grant aid.
2. for revenue schemes: the Sub-Committee is empowered to approve additional unbudgeted expenditure up to a maximum of £250,000 per scheme or a maximum of £2 million in any financial year, subject to the additional costs being offset by:
   • reduction in existing budgeted expenditure elsewhere,
   • offsetting receipt of additional unbudgeted revenue income,
   • receipt of additional revenue grant aid,
   • revenue savings generated by the new scheme.
3. a short formal reference of any action taken will be presented to the following Finance Committee meeting for information.

Human Resources Committee

MPS issues

1. To monitor work in the MPS on key personnel issues including:

• recruitment and retention of officers and civil staff
• equal opportunities issues, with particular reference to achieving a workforce that is more representative of London's communities
• workforce planning
• national and MPS training and development issues
• sickness absence management
• occupational health issues
• HR department budgets

2. To consider developments in current thinking and best practice on police personnel issues and their relevance for the MPS.

3. To arrange for the appointment of ACPO ranks, subject to regulations and the involvement of the Home Secretary and the Mayor in the posts of Commissioner and Deputy Commissioner. NB see also the terms of reference of the Remuneration Sub-Committee.

4. To agree with the Commissioner which civil staff should not be under his direction and control.

5. To determine whether forfeiture of a police officer's pension should be considered because he or she has been convicted of an offence committed in connection with his/her service as a member of the police force which the Home Secretary may certify as either having been gravely injurious to the interests of the State or liable to lead to serious loss of confidence in the public service. In the event of the Home Secretary issuing a certificate of forfeiture, to determine the proportion of the pension which should be forfeited.

MPA issues

6. To arrange for the appointment of the Clerk and Treasurer and the designation of the Authority's Monitoring Officer. NB see also the terms of reference of the Remuneration Sub-Committee.

7. To consider matters relating to the Authority's support organisation including:

• any proposed change to the structure of a significant nature
• the terms and conditions and gradings of staff
• the performance management system
• occupational health issues

General

8. To have due regard, in exercising the committee's responsibilities, to equal opportunities generally, the general duty of the Race Relations (Amendment) Act 2000 and the requirements of any other equalities legislation.

Remuneration Sub-Committee (a sub-committee of the Human Resources Committee)

ACPO Ranks

1. To consider, for recommendation to the Human Resources Committee, any new pay ranges for all ACPO ranks. These will be subject to agreement at the Police Negotiating Board and ratification by the Home Secretary.

2. To consider and agree the pay and terms and conditions to be offered on appointment to ACPO ranks up to and including Assistant Commissioner. This will include the length of any fixed term appointment. To develop, in discussion with the Commissioner, the performance assessment regime and additional benefits over and above those to which these posts are entitled by Police Regulations. This will also include early retirement arrangements for all ACPO ranks.

3. To make recommendations to the Home Secretary in relation to the terms and conditions to be offered to the Commisioner and Deputy Commissioner.

Senior MPS Civil Staff

4. To consider recommendations from the Commissioner about the pay and terms and conditions, including early retirement or redundancy, for civil staff in pay bands 1 to 4.

5. To agree with the Commissioner those senior civil staff posts for whom the MPA will be involved with the process of selection. For the senior civil staff in band 1 to agree with the Commissioner and to implement a process which reflects the Authority's intention to be involved in objective setting.

Senior MPA Staff

6. In consultation with the Chair of the Authority, to agree the level of salaries and salary increases for the Clerk and Treasurer.

Powers delegated to the Clerk

Authority is delegated to the Clerk, in consultation with members of the sub-committee, to agree, in cases of urgency, pay and terms and conditions in respect of individual appointments to ACPO ranks and Senior MPS Civil Staff.

Performance Committee

Performance Monitoring

1. 

1. To consider and monitor performance against the Policing Plan targets and any performance indicators set locally or by external organisations. In doing so, the committee will consider performance at both a corporate and borough level in order to identify best practice
2. To advise on the setting of relevant performance indicators and targets in annual plans and corporate strategies

2. To develop the Authority's scrutiny role in looking at areas of performance in need of improvement.

3. To identify and consider any other information needed to monitor performance.

Planning and Best Value

4. To discharge the Authority's responsibilities as a best value authority, recommending to the Authority as appropriate on matters of significance. This role includes:

• overseeing the development and delivery of the best value review programme and associated supporting work
• approving the Project Initiation Document for the review.
• monitoring the progress of each review
• considering final reports
• decommissioning a review following consideration of the final report
• ensuring management arrangements are in place to deliver and monitor a review's implementation plan

5. Working with the Commissioner, to prepare and recommend to the Authority an annual policing and performance plan. In taking a lead on this, the committee will consult with other MPA committees as appropriate.

6. To consider reports from external agencies, such as HMIC, the external auditors and the Audit Commission, which have strategic implications.

7. To act as the lead committee for any other corporate planning issues, including the development of any MPA strategies or development plans.

8. To lead on the production of the Authority's annual report and any joint annual report prepared in conjunction with the MPS.

Criminal Justice

9. To monitor how the operation of other agencies in the criminal justice system impact on MPS performance and to report to the full Authority where this raises issues of policy or principle.

General

10. To have due regard, in exercising the committee's responsibilities, to equal opportunities generally, the general duty of the Race Relations (Amendment) Act 2000 and the requirements of any other equalities legislation.

Planning Panel (an informal sub-group set up by the Performance Committee)

The Panel's role is to oversee the process for the preparation of the annual Policing and Performance Plan and also to consider the content of the draft plan, prior to formal consideration. The Panel's remit is to:

• approve the timetable for plan delivery
• ensure member engagement at key points (as agreed within the timetable)
• monitor progress against the timetable
• approve formal products for consideration by committees and/or the Authority.

Professional Standards and Complaints Committee

1. To satisfy the Authority's statutory duty to monitor MPS complaints procedures.

2. To consider high profile and sensitive cases in line with the MPA/MPS protocol. Where a claim for compensation has been made, the Committee will

1. receive a quarterly information report on compensation cases settled by the Commissioner
2. consider, for recommendation to the Authority as appropriate, those cases which require a decision by the Authority to settle a claim for compensation

3. To keep the MPS anti-corruption activities under review.

4. To exercise the Authority's responsibilities in respect of discipline and complaints against ACPO rank officers, in accordance with the appropriate regulations.

5. To consider any matters relating to Police Appeal Tribunals and to arrange for the appointment of Authority Members to serve on Tribunals as and when required.

6. To have due regard, in exercising the committee's responsibilities, to equal opportunities generally, the general duty of the Race Relations (Amendment) Act 2000 and the requirements of any other equalities legislation.

Standards Committee

1. To promote and maintain high standards of conduct by members of the Authority.

2. To advise the Authority on the adoption or revision of its code of conduct.

3. To monitor the operation of the Authority's code of conduct.

4. To assist Members in observing the code of conduct, including arrangements for training on matters erlating to the code of conduct.

5. To advise the Authority on liaison arrangements with the Standards Board for England.

6. In accordance with any statutory requirements, to monitor and advise the Authority on compliance with the requirements for registration of interests and registers of gifts and hospitality.

7. To consider and determine requests to grant a member a dispensation in the following circumstances:

1. The transaction of business of the Authority would, on each occasion on which the dispensation would apply, otherwise be impeded by, or as a result of, the mandatory provisions because – 
   1. The number of members of the Authority that are prohibited from participating in the business of the Authority exceeds 50% of those members that are entitled or required to so participate; or
   2. The Authority is not abl;e to comply with any duty which applies to it under section 15 (4) of the Local Government and Housing Act 1989;
2. The member has submitted to the Standards Committee a written request for a dispensation explaining why it is desirable;
3. Unless the Committee has specified a shorter duration, any dispensation so granted shall lapse after four years.

8. To have due regard, in exercising the committee's responsibilities, to equal opportunities generally, the general duty of the Race Relations (Amendment) Act 2000 and the requirements of any other equalities legislation.

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